1. Levi Chapter 8

2. A bunch of definitions: power, social influence,
compliance, acceptance
 Some social psychology experiments: Asch and
Milgram
 How people influence each other and more
definitions: soft power and harsh power
 There’s a power cycle and interdependence wins
 Empower the people: the Saturn Model
 Assertiveness training is effective for groups and
a fun exercise!


3. Attempts to affect or change others

4. Ability to change beliefs, attitudes or
behaviors of others

6. Change in behavior due to social pressure but not
change in beliefs or attitudes

7. Change in both behaviors and attitudes
due to social pressure

8. 
Normative influence: desire to meet
expectations of others and be accepted

Informational influence: accept information
from others about a situation

9. Asch (1955): choose a line that is same as target line
• those alone rarely made errors
•when in group with members giving wrong answers, they gave wrong answers more often
•only 20% did not give in to group pressure

10. 
Informational, they must have
misunderstood the instructions

Normative, group would disapprove of them
for different answers

Nonconformists were rated as undesirable
members

11. Milgram (1974): participants asked to send electric shocks to learners
when they made a mistake
•65% continued to give shocks even at dangerous levels
•authority figure did not have power to reward or punish but still obtained
significant obedience from participants

12. 
Groups are like sheep

13. Personal (Soft Power)
Positional (Harsh Power)
Expert: has expertise
Legitimate: has authority
Referent: has admiration
Reward: has the reward
Information: has knowledge
Coercive: has the punishment
Personal
>
Positional

14. Social Influence Tactic
Definition
Strategy
*Rational Argument
Uses logical arguments
Cooperative
*Consultation
Seeks others in decision
Cooperative
*Inspirational appeals
Appeals to person’s ideals
Relies on emotion
Personal appeals
Uses loyalty
Direct, overt
Ingratiation
Uses flattery
Indirect, covert
Exchange
Offers favors
Relies on support
Pressure
Uses threats
Direct, overt
Legitimizing tactics
Claims authority
Direct, overt
Coalition tactics
Seeks aid of others to
increase power
Indirect, covert

15. 
People are manipulative

17. Power seeks more power
“All animals are equal, but
some are more equal.”
George Orwell, Animal Farm

18. Access leads to use
Self-esteem elevated
Target’s worth
diminished increasing
social distance
Belief of being in
control
Takes credit and views
target less worthy

19. Impacts trust and
communication
 Influenced by status
 Norms can equalize


20. Consistency
Self-confidence
Autonomy
Relationship to larger
group
 Provides alternative
perspective





22. 
The best teams have Kumbaya

23. 
In the workplace is the concept of shifting
“power and authority” from managers to
employees.

24. 

Workers have increase in motivation and job
satisfaction
Improvement noted in
 Customer service
 Quality
 “thru put”

25. 

Employers loose “control”
Managers are held accountable for final
output but they may be asked to relinquish
power to employees
 72% of supervisors believe empowerment is good
for the organization yet only 31% believe that it is
good for supervisors

26. 
Change the company structure so that
employees have more power on their jobs.
▪ If jobs are strongly controlled by organizational
procedures or if every little decision needs to be
approved by a superior, employees are unlikely to feel
empowered. Give them discretion at work.

27. 
Provide employees with access to information
about things that affect their work.
▪ When employees have the information they need to do
their jobs well and understand company goals, priorities,
and strategy, they are in a better position to feel
empowered.

28. 
Make sure that employees know how to
perform their jobs.
 This involves selecting the right people as well as
investing in continued training and development.

29. 
Do not take away employee power.
 If someone makes a decision, let it stand unless it
threatens the entire company. If management
undoes decisions made by employees on a regular
basis, employees will not believe in the sincerity of
the empowerment initiative.

30. 
Instill a climate of empowerment in which
managers do not routinely step in and take
over.
 Instead, believe in the power of employees to
make the most accurate decisions, as long as they
are equipped with the relevant facts and
resources.

32. 
Give the power to the people

33. 
Assertiveness is a skill and an attitude

34. PASSIVE (nonassertive)
- polite and deferential; avoids confrontation; refuses to take a stand;
- driven by insecurity, anxiety, fear
- goal: to gain approval and be liked
AGGRESSIVE
- forceful, critical, negative
- driven by anger, insecurity, distrust
- goal: to win (without compromise)
ASSERTIVE
- clear, confident and diplomatic communication (not emotional)
- driven by high self-esteem; respect and concern for both others and oneself
- goal: to find the best solution

35. STYLE
CHARACTERISTICS
IMPACT
UTILITY
(ON SELF AND OTHERS)
passive
- polite, deferential
- avoids confrontation
- refuses to take a stand
stress, resentment
-----------------------confusion, no respect
- dangerous/
emotional situations
- unequal status
aggressive
- forceful, critical, negative
- refuses to compromise
- focus is on winning
satisfaction
-----------------------resentment, withdrawal
- emergency situations
- an impasse
- unequal status
assertive
- clear, confident, open
- respects self and others
- focus on problem solving
satisfaction
-----------------------trust, communication
- MOST SITUATIONS
- equal status
(nonassertive)

36. The ASSERTIVE style
is most conducive to
effective teamwork
Assertiveness can be
encouraged by:
1) EQUALIZING
POWER among team
members
2) ASSERTIVENESS
TRAINING

37.  Active listening
 Positive recognition
 Clear expectations
 Saying “no”
 Assertive withdrawal

38. 
Encourage assertiveness

39. 









Levi, Daniel. Group Dynamics for Teams. 3rd ed. Thousand Oaks, California: Sage
Publications, 2007. 129-146. Print
"Social Influence Meme Apr 21 20:31 UTC." Memecrunch. Web. 20 Oct. 2013.
"Solomon Asch Experiment (1958)A Study of Conformity." Solomon Asch Study
Social Pressure Conformity Experiment Psychology. Web. 18 Oct. 2013.
The Exeter Blog » Milgram’s Obedience Experiment 50 Years On: The Banality of
Evil, or Working towards the Führer?" The Exeter Blog RSS. Web. 20 Oct. 2013.
"Appinions: The Science of Influence Marketing." Appinions Does Popularity Equal
Social Influence Comments. Web. 17 Oct. 2013.
"A Perfect World." - Archives, 2005, 193. Web. 20 Oct. 2013.
"MeshIP® Blog." MeshIP Blog. Web. 20 Oct. 2013.
"Quality Management 2.0 Blog." Quality 101: Employee Involvement and
Empowerment. Web. 20 Oct. 2013.
Fryer, Lashon. "The Definition of Employee Empowerment | EHow." EHow.
Demand Media, 09 June 2009. Web. 20 Oct. 2013.
“Expressing vs Acting Out Anger: Assertiveness." How To Lose Control and Gain
Emotional Freedom. Web. 19 Oct. 2013.

40. Teams: Choose your roles. Design a skit with examples of assertiveness
in a team member (italics):
Medical Team: attending, fellow, resident, student
Task: Discussing a case at rounds, medical student wants to have some
input but resident is trying to impress attending
Inter-professional team 1: Physician, Nurse, Social Worker, Physical
Therapist
Task: Patient has dementia and will need arrangements for chronic
care, social worker wants to make team aware that family has few
resources
Inter-professional team 2: Trauma Surgeon, ER physician, Trauma
Nurse, Laboratory Tech
Task: Team is meeting to improve patient safety in trauma ER, power
struggle between trauma surgeon and ER physician
Research Team: PI, Grad Student, Undergrad Student, Research
Technologist
Task: Team is meeting to decide how they will get research project
submitted by deadline, research tech feels overwhelmed